HRM3704 Assignment 5 Semester 1 2024

HRM3704 Assignment 5 Semester 1 2024 ;100 % TRUSTED workings, explanations and solutions. For assistance call or W.h.a.t.s.a.p.p us on ...(.+.2.5.4.7.7.9.5.4.0.1.3.2)...........HRM3704: Assignment 03 Semester 01 (2024) 5 9. The assignment Assignment 03 (Written) for semester 1 Lessons 4, 5 and 6 (Chapters 4, 6 and 7 in the prescribed book) Due date Unique number 15 April 2024 before 21: Question 1 Learning outcomes • Critically discuss the relationship between strategic management and SHRM. (Lesson or study unit 4) • Describe the design of an HR strategy. (Lesson or study unit 4) Read the following case study and then answer question 1.1 and 1.2 SAWENG SAWENG PTY (LTD) is a South African water engineering company with a variety of divisions. In their first division, they use high-pressured water to clean inaccessible places within any company. They also use high-pressured water to cut anything that requires cutting inside any company. In their second division they fix and create pools for families and organisations. In their third division, they sell purified water. Jackson Mhlophe has recently been appointed a strategic HR partner of SAWENG enterprise. The company has for a long time operated without an HR strategic partner. He sits in senior management meetings to represent HR interests. However, even though he sits in those senior management meetings, it has become common that each time he raises a concern or an opinion or a recommendation about HR matters, he faces opposition from other senior managers, especially the financial manager and the CEO. Recently, he advised management that the training and development budget is not in line with the HR strategy of SAWENG enterprise because it is too low to assist employees in training and development. He then said that employees need to be trained and gain new skills so that their performance could improve and they be prepared for promotions. He also challenged senior management about the organisational performance management system that does not favour high performers. Bonuses were structured in a way not to exceed a particular percentage for all employees, except those in senior management. As he spoke to management, he quoted the HR strategy of Saweng that state that the company must ensure that the organisation commits to manage employees in a climate that promotes or generates opportunities and challenges for each employee The financial manager responded sarcastically to Mr Mhlophe by saying, “Mr Mhlophe we take note of your recommendations that we increase the budget for T & D and also make sure that the performance management system benefits high performers. However, you need to be aware that we are running a business here, we need to make a profit, we cannot just throw money anyhow, we will lose business, the budget allocated to training and development is sufficient according to us.” He further said “Mr. Mhlophe, you must understand that as members of senior management, we understand that as a new person in the senior management, it will take you some time before you have a good grasp of the business, but you will gradually learn how we do business here. To Mr Mhlophe’s surprise, all other senior managers agreed with the financial manager. Source: Primary lecturer ,2024 This study source was downloaded by from CourseH on :12:05 GMT -05:00 HRM3704: Assignment 03 Semester 01 (2024) 6 1.1 Critically discuss the relationship between strategic management and strategic human resources management at SAWENG enterprise. (6) 1.2 The HR strategy of SAWENG enterprise says that they must ensure that their organisation commits to manage employees in a climate that promotes or generates opportunities and challenges for each employee. With reference to this statement, would you say that SAWENG is fulfilling their HR strategy in their actions, especially the actions of senior management? (4) Question 2 Learning outcomes • Discuss the association of the resource-based paradigm to talent management. (Lesson or study unit 6) Read the following case study and then answer questions 2.1 – 2.3. Mpunguzana Minerals In a remote area of Mpunguzana, there exist a surface mining company called Mpunguzana Minerals (MM). The company produces certain minerals that are processed within it. A small percentage of the minerals is sold in South Africa and the great bulk of the minerals are sold in world markets. The company is very successful. They employ about 6 000 people and they contribute about 16% to the GDP of the province. Benjamin Mhinga is a senior metallurgist who works for this company. He is one of a few specialists who are able using sophisticated machinery of the company to extract minerals from the soil. Mhinga did not start as a metallurgist. When joined the company he had only a matric certificate but with Maths and Science as subjects. Mhinga was developed through the company’s talent management (TM) initiatives until he became an artisan. He was identified by his then line managers who sent his name to the talent management sub-function of the HR function. After obtaining his National Technical Certificate 6 (NTC), he was further assisted with a scholarship and completed a part-time BSc in metallurgy through a highly reputed local university. In a recent interview that Mhinga did with a local newspaper journalist, when asked whom he credits for his success, Mhinga told the publication that he credits the talent management initiatives of Mpunguzana Minerals (MM) for his success. He commended the company for being able not to look at TM strategy as a waste of company resources and credited TM strategies for Mpunguzana best corporate performance. When asked about his plans for the future, he emphasised that he still wanted to stay at MM because the company had been very good to him and that they have a good employee value proposition (EVP).He further said that this view is shared by many employees who have been assisted through TM initiatives of MM. Source: Primary lecturer ,2024 2.1 What would you regard as the secret of MM in terms of their talent management strategy? (2) 2.2 What would you regard as the benefits of the talent management initiatives of MM? (6) 2.3 The management theory underlying much of talent management is the resource-based view (RBV). RBV sees people as important contributors to the overall success of the organisation. With this statement in mind, discuss Mhinga’s talent in terms of the resource-based paradigm as applied to talent management. (6) This study source was downloaded by from CourseH on :12:05 GMT -05:00 HRM3704: Assignment 03 Semester 01 (2024) 7 Question 3 Learning outcomes • Debate the importance and benefits of measuring the human resource management performance by adopting a data-driven approach. (Lesson or study unit 5) Read the following case study and then answer question 3.1. Plastics international Plastics international is a company located in South Africa. The company produces all forms of plastics material, for example plastics utensils, dustbins etc. The primary challenge faced by this organisation is high turnover, most employees do not stay for a long time in this organisation. Furthermore, it is not clear why most employees are not staying. The HR unit has a never-ending task of recruiting, placing and onboarding of new employees. High turnover has increased the amount the company is spending on training of new employees. Source: Primary lecturer ,2024 3.1 What HRM analytics would be appropriate for this organisation and why are these analytics appropriate? (6) Total mark allocation for Assignment 03 = [30]